May/June 2020 - BAY OF PLENTY BUSINESS NEWS

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From mid -2016 Bay of Plenty businesses have a new voice, Bay of Plenty Business News. This new publication reflects the region’s growth and importance as part of the wider central North Island economy.

DIRECTORY LIFTOUT

MAY/JUNE 2020 VOLUME 4: ISSUE 5

WWW.BOPBUSINESSNEWS.CO.NZ

2020

BUSINESS

COMMUNITY

SUPPORT

NETWORK

recovery and

resilience

TRADE

Tim Groser on NZ’s

COVID-19 export options.

P8

business leaders

Annual forum speakers’

update on COVID-19 changes.

P6

recovery

Examples of business

resilience around the Bay.

P10

Small and medium businesses are the

backbone of the New Zealand economy

– we’re here to support you through this

difficult time.

If your business needs support, our team of specialists are here for you.

kiwibank.co.nz/business

We will get through this together

Mā te Manaakitanga tātau e kōkiri whakamua.


2 BAY OF PLENTY BUSINESS NEWS May/June 2020

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May/June 2020 BAY OF PLENTY BUSINESS NEWS 3

Growers mull Supreme Court ruling on

Kiwifruit claim

A group of kiwifruit growers seeking action

against the government for the introduction of

Psa in 2010 are now considering taking their

case to the Supreme Court after a recent

Court of Appeal decision ruled the Crown

was immune from any claims of negligence.

By RICHARD RENNIE

The decision is the latest

in the long-running court

saga initially between

200 growers, including Seeka

– a significant grower, but also

representing the post-harvest

sector - and the Crown.

The case kicked off in

2017 with a negligence claim

and ultimately compensation

being sought from the Crown.

It moved to the Court of Appeal

after the High Court ruled

the Crown was negligent and

breached its duty of care allowing

Psa into New Zealand.

The Crown appealed the

ruling, and growers in turn

cross-appealed over the

Crown’s failure to inspect the

pollen believed to have contained

the Psa bacteria.

The Court of Appeal allowed

the Crown appeal, but

dismissed the cross-appeal.

Kiwifruit Claim spokesman

John Cameron said the

next step to the Supreme Court

was an inevitable one, but the

The key thing from

the appeal is that

there was no doubt

MPI’s actions were

behind Psa coming to

New Zealand.”

– John Cameron

group had 20 working days to

determine the strength of its

case and move on.

The action is being underwritten

by LPF, which will

charge a success fee of 20 percent

of any reward in compensation

paid, up to $500 million.

Beyond a $500 million award,

the LPF percentage would fall

to 10 per cent of the additional

award. Estimates are the Psa

outbreak cost the economy

$800 million.

“The key thing from the appeal

is that there was no doubt

MPI’s actions were behind Psa

coming to New Zealand,” said

Cameron.

“That to us is justification

to take the information to court

and have it verified.”

The Court had agreed the

pollen had been the most likely

pathway into the country,

sparking the infection. However,

it found the Crown has

statutory immunity, precluding

it from any liability for alleged

negligence.

Vague policy factors

around pollen

It also determined there were

vague policy factors around

the pollen’s importation. This

meant it would not be “fair,

just and reasonable” to impose

a duty of care on the relevant

staff of the Ministry of Agriculture

and Fisheries (as it was

at the time).

Cameron said from a grower’s

perspective, he was very

satisfied both courts have acknowledged

MAF’s actions

were responsible for the disease

coming to New Zealand.

He said in turn that had resulted

in a welcomed improvement

in the country’s biosecurity

laws and policies.

He also took heart that the

Court of Appeal decision had

not been a quick one, taking

about a year to be determined.

“The fact it has taken 13

months to come out with this

decision implies it was by no

means black and white, there

must have been a bit of variation

in opinion there.”

Michael Franks, Seeka’s

chief executive said it would

be up to the company’s claims

committee to determine if

Seeka would also take the case

to the next stage.

However, he said he was

pleased growers would not

have to pay any further money

to enable that to happen.

If the case proceeds, a Supreme

Court ruling could be

more than a year away.

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4 BAY OF PLENTY BUSINESS NEWS May/June 2020

From the editor

CONTACT

INFORMATION

PUBLISHER

Alan Neben

Ph: (07) 838 1333

Mob: 021 733 536

Email: alan@bopbusinessnews.co.nz

EDITOR

David Porter

Mob: 021 884 858

Email:david@bopbusinessnews.co.nz

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Bay of Plenty Business News has

a circulation of 8000, distributed

throughout Bay of Plenty between

Waihi and Opotiki including

Rotorua and Taupo, and to a

subscription base.

www.bopbusinessnews.co.nz

Bay of Plenty Business Publications

210/424 Maunganui Road,

Mount Maunganui, 3116

We are fortunate to be

living in a fertile,

temperate land, in

moated isolation during the

COVID-19 pandemic. But we

have been reminded that when

a global crisis strikes, we can

be as vulnerable as anyone in

the world,

Kiwis are unlikely to experience

the plague of locusts in

which swarms of insects the

size of cities continue to ravish

crops across tracts of East

Africa.

Nor will we see the extremes

of poverty and dysfunction

in some countries that will

continue to undermine their

efforts to fight COVID-19.

We are by no means in the

clear. Lockdown was easy –

we are hardly a fractious and

rebellious population – yet.

But locking down is nowhere

near as difficult as reopening

the economy is going to be.

We have to ensure the government

reaches out and listens

to the business community and

doesn’t become consumed by

the delusion that only politicians

and bureaucrats know

best.

After getting used to delivery

trips with essential worker

family members through near

empty streets for five weeks, I

was startled to again encounter

traffic jams when I ventured

into Tauranga’s Downtown

CBD the day the country

moved to Level 3. Now, more

than ever, is a time to take care.

It was apposite that lockdown

coincided with Anzac

Day.

Although, to my shame, I

seldom attend the Dawn Parade,

I hold dear the victims

of the appalling wars in which

New Zealanders have given

their lives, limbs and sanity.

It takes only a brief exposure

to the terrifying images

on the History Channel to appreciate

the horrific, wasteful

experiences of soldiers and

civilians alike.

The most poignant lockdown

moment for me came

when delivering my student

daughter back from her essential

job, doing 12-hour night

shifts in a packhouse.

I confess I hadn’t really

taken in the proposal of observing

Anzac Day at dawn

David Porter

outside homes, rather than in

large public groups.

But as I drove home in the

darkness, preoccupied with my

own concerns, I was stunned

to notice that virtually every

driveway I passed had a householder

or two, or three, stationed

outside – a seemingly

unending Dawn Parade of

respect.

And when we reached our

own cul de sac, a couple had

quietly organised their kids to

paint giant poppies on the street

and set up a handmade shrine

to hear the Last Post and Reveille.

And there we neighbours

assembled in silence, young

and old - safely apart, come together

in remembrance.

Let’s keep taking care of

one another.

BUSINESS DIRECTOR

Pete Wales

Mob: 022 495 9248

Email: pete@bopbusinessnews.co.nz

Bay of Plenty Business

Publications specialises in

business publishing, advertising,

design and print media services.

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May/June 2020 BAY OF PLENTY BUSINESS NEWS 5

Gearing up

for life after

COVID-19

Market Update

Financial markets have

staged a remarkable recovery

since the depths of

the sell-off a month ago. This

is in no small part due to the

actions of central banks and

governments who have steadfastly

undertaken market intervention

in order to reduce market

volatility, underpinning

financial assets.

Whilst it seems inevitable

that the world economy will

enter a period of recession, the

level of intervention should

make for a quicker recovery.

The market over the past

few weeks has taken a positive

cue from this and is focusing

on the economic rebound. It

may be that the recent rally

has also been partly driven by

a fear of “missing out” on the

lower market prices.

What seems beyond doubt

is that the post-pandemic

world will be quite different

from pre-crisis, as suggested

below.

Globalisation

A more nationalistic approach

to supply chain and procurement

was starting to emerge

before COVID-19.

The post-pandemic reality

of tighter border controls

and social-distancing will

have a negative impact on

globalisation.

This may lead to higher

prices, but will encourage the

use of technology and innovation

to reduce costs per unit.

Social-distancing

has increased the

realisation that faceto-face

connections

are not always

crucial.

Telecommunication

Social-distancing has increased

the realisation that

face-to-face connections

are not always crucial. Remote-working,

online education,

tele-medicine, Zoom-socialisation,

will all become

more normalised. This should

play into the hands of companies

with a focus on cloud

computing products, e-commerce

and cyber security.

Retail

Retailers who have a robust

online presence should really

benefit over those who do

not. Bulk providers may increasingly

bypass wholesalers/

retailers and go direct to the

consumer, who will also start

buying in bulk. Warehousing,

WHAT TO DO WITH YOUR MONEY

> BY BRETT BELL-BOOTH

Investment Adviser with Forsyth Barr Limited in Tauranga, and

an Authorised Financial Adviser. Phone (07) 577 5725 or

email brett.bell-booth@forsythbarr.co.nz.

logistics, freight and trucking

should all be sectors that benefit,

should this trend play-out.

Mergers & Acquisitions

Cash is king in this environment

and those companies

with strong balance sheets, low

debt and access to cash will be

in a good position to buy out

their distressed competitors.

Investors will need to understand

who are likely to be the

winners – and sadly – those

who are likely to be the losers.

Source: Forsyth Barr Global

Round-up, 16 April 2020. This

column is general in nature

and is not personalised investment

advice. This column has

been prepared in good faith

based on information obtained

from sources believed to be

reliable and accurate. Disclosure

Statements for Forsyth

Barr Authorised Financial Advisers

are available on request

and free of charge.

Committed to recovery

Kiwibank is committed to making a real, positive impact where it matters for New Zealanders and New Zealand so we’re working hard

to keep our people, our customers, and the New Zealand economy safe and financially secure during these unprecedented times.

By EDDIE STOCKS,

Regional Manager Waikato/

BOP, Kiwibank

New Zealand has a stable

economy and a history of

weathering global financial

challenges well.

Our central bank and government

are doing what they can to minimise

the economic impact for Kiwis,

and the New Zealand public has

responded responsibly to the

lockdown.

Here at Kiwibank we’re playing

our part too. We know small and

medium businesses are the backbone

of the New Zealand economy.

We know in this current

environment cashflow is an issue

for many, so we have a resilience

and recovery programme to support

our customers.

Options available to our business

banking customers are changing

your loans temporarily to Interest

Only, Temporary Overdraft Facilities,

Loan Repayment Deferrals,

and the Business Finance Guarantee

Scheme. (Criteria does apply,

and this is only open to current

Kiwibank customers. If you bank

elsewhere, you need to approach

your own bank).

If you need assistance, we

suggest you visit our website

in the first instance or call your

relationship manager.

We are also working to ensure

our own staff can continue to work

safely and productively.

Our call centre staff do have

to go into an office everyday, but

everyone else in business banking

are working from home but with

access to all bank systems to ensure

they can still do the vital work they

do for you, our customers.

Please visit our website for more

information.

www.kiwibank.co.nz/

business-banking/

BEWARE OF FOREIGN IMITATIONS.

There’s no shortage of great ideas in New Zealand.

But for an innovative bunch, we’re not the best at

realising the full potential of our innovations, particularly

when exporting them.

At James & Wells, we can identify your competitive

edge, offer business strategies for specific markets and

help you own and leverage your intellectual property to

ensure no one steals the fruit of your labour.

www.jaws.co.nz | +64 7 928 4470


6 BAY OF PLENTY BUSINESS NEWS May/June 2020

City Leaders Forum – an update

The City Leaders Forum is a well-attended ritual of the business calendar. This year’s lunch

turned into an online event with the onset of COVID-19. Below the three speakers give us

their thoughts on the impact and implications of the virus on the city and the region.

We need to help business lead the recovery

By TODD MULLER,

National MP for Bay of Plenty

I

think there’s been remarkable

collective discipline through the

lockdown. New Zealanders by

and large saw what was happening

overseas, and thought, “we’ll put

our best foot forward” and they did.

In terms of the health response,

the government has done a pretty

good job, helped by the advantages

of isolation and being able to close

our borders. And they have provided

relatively clear and effective

communication.

But on the economic side, the

government has not been focused

enough on the balance sheet stress

of small business in particular. An

understandable focus has been on

wages, but that’s only a part of their

costs. The government has a complete

lack of understanding of how

small and medium-sized businesses

work. The SMEs – especially in the

Bay of Plenty – are going to be what

helps lead us out of the pandemic

downturn.

Creating demand

It’s hugely important to get ourselves

back into a situation where

demand is stimulated in New Zealand.

But we cannot grow our country

out of this hole if we are wholly

reliant on creating things to buy and

sell domestically.

The way we really get out of this

is to get export-oriented businesses

back on their feet.

The government’s view that the

recovery will be state-led is wrong.

It’s got to be business-led and typically

by export-oriented businesses.

If we can get their demand increasing

and their capacity stood up

to meet an increasing demand, then

that flows through to all the service

industries that are domestically focused,

but provide support to all

those exporters.

Many of our exporters have

strong relationships around the

world.

Where it makes sense, we’ve got

to move very quickly to the point

where we can have an open border

with Australia and start a much

easier flow of people and goods between

the two countries.

We need to be really innovative

in how we get our business people

back to China and some of those

other Asian countries early.

Yes, the border might be closed

for broader back and forth travel.

But in the short and medium term,

we’ve got to create an environment

where we can get our business leaders

back up in those countries with

appropriate protections.

I think the fact we seem to be

getting COVID-19 to manageable

levels can give us the confidence to

be able to have those conversations

with the respective governments.

Our export supply chain is working

with essential export businesses

– of which primary produce is a

large part. They have had to change

their onshore supply chains, but the

demand for our food and fibre is

robust.

Yes, there is still significant risk

to our markets if some of those export

economies slump to such a degree

that high value food products

and even high quality commodities

have a softening of demand.

But those markets include

countries that are currently

closed to much of Europe

and the US, so we need

to get up there as soon as

possible. Ending the lockdown

will only work in an

enduring way if people can

be sensitive and apply common

sense. Sooner or later

we are going to go back to

work in an environment where

we will have to maintain physical

distance and hygiene.

The government needs to be

more focused on imbedding in these

principles, not by believing it will

ultimately find the right formula

and checklist to follow.

There are a number of businesses

that unfortunately will find the next

period incredibly difficult and some

will find it impossible to exist in the

way they are currently set up.

We’ve got to look at what you

can do with and for those people to

have the confidence and the assurance

to have another go – to either

restart their business, or recommence

in a different way.

We need to focus on how we

can assist people to reimagine another

career with effective training

and support provided to people who

need it.

Kiwifruit season

progressing well

Time to crack on with

infrastructure

By DAVE COURTNEY,

Chief Grower and Alliances

Officer, Zespri International

New Zealand’s kiwifruit

industry is known for its

collaboration and amidst

the uncertainty of COVID-19,

this season’s efforts have been no

different.

It was very positive to see that

even with the challenges imposed

by COVID-19 on the industry

it was able to start earlier than it

ever has in terms of shipping fruit

to market, with our first chartered

reefer ship leaving Tauranga Harbour

for Tokyo and Kobe in late

March.

As a food producer and an essential

service, the industry has

taken its ability to continue operating

through the Level 4 lockdown

seriously, with new measures

developed and enhanced

hygiene practices in place, to keep

staff safe while working to deliver

the season’s kiwifruit.

This positive trend has continued,

with more trays of fruit

picked, packed and shipped compared

to previous seasons, and

they have also arrived in markets

earlier than in previous

seasons.

At the time of writing, the

industry had already packed

almost half of the estimated

crop for the season, with almost

a quarter of the total

crop shipped to Zespri’s major

markets with Japan, China and

Europe all successfully receiving

fruit. In total we’re expecting a

crop of around 600,000 tonnes

worth of Zespri SunGold and

Green.

Early sales in our markets

like China and Japan have been

positive, and though it’s early in

the season, we have seen strong

demand for fresh produce across

other key markets.

We’ve also had Zespri Red

back in local supermarkets following

the Zespri board’s decision

to commercialise this variety

last year. Zespri Red has also returned

to Singapore this season,

and we have just delivered our

newest variety to Japanese consumers

for the first time.

In terms of sales there is still

a long way to go, with just more

than five percent of the crop sold

at the time of writing. While the

positive start has been great, we

recognise that given how quickly

the world changes in response to

COVID-19, there will be ongoing

challenges for the rest of the 2020

selling season.

By GARRY WEBBER,

Mayor, Western Bay of Plenty

In early February, when I was

asked to speak at the 2020 City

Leaders Lunch, COVID-19

wasn’t on many people’s radar.

However, by the time of the event,

March 20, it surely was and when

I was asked to pen this update for

the Bay of Plenty Business News

on April 17, its full impact had really

hit home.

The nation and our region has

been dealt a body blow that is

going to be felt for a long time,

despite the encouraging news

the lockdown is being gradually

eased.

Our council is working really

hard to identify the part we can

play in the national process of rebuilding

communities. Since central

government announced its $50

billion funding package, our staff

have worked tirelessly to submit

a list of 16 projects at a total cost

of $515 million bid to the Crown

Infrastructure Partners Fund. That

bid is testament to our commitment

to help provide an immediate

stimulatory kick start effect to our

local economy.

For each project to be considered,

we had to show that it

would create local jobs, was shovel-ready,

would provide a public

benefit, modernise the economy

and be worth at least $10 million.

As a well-managed provincial

council and member of the

SmartGrowth group, the Western

Bay of Plenty District Council is

recognised as well-managed and

has a track record of working constructively

in partnership

with others.

Additionally, our bid

is part of a coordinated

Bay of Plenty regional

package that will support

the economic recovery

of New Zealand.

The projects are consistent

with our Long Term

Plan, the SmartGrowth

Strategic Plan and Urban

Form and Transport Initiative

(UFTI). Together they aim to deliver

a step change in housing,

transport and place-making for the

sub-region’s communities.

Our top priority is the Rangiuru

Business Park where we have

applied for $134.8 million to open

up the fully consented 148 ha

Business Park, which will create

economic opportunities for many

years to come. It is significant in

size and ready to start.

Second, is the Regional

Healthy Housing Programme.

This is an extension of the Healthy

Whare project, which will allow

more homes to be upgraded to

be healthy, affordable and secure

homes.

We have also applied for just

more than $100 million for the

Katikati Bypass, which is designated

and we have done a lot

of analysis on over the last four

months

I’m hopeful that we will be

successful, but I am also a realist

and accept that we are competing

with every other council, hospital

board, education dept and private

business and therefore nothing is

in the bag. Accordingly we have

not made any promises to our

communities to avoid over- promising

and under-delivering.

If successful in part and linked

with the earlier announced $900

million Tauranga Northern Link,

it would be a huge win for our district

and will ensure that those who

have been negatively impacted by

COVID-19 will have an opportunity

to get back into the workforce

quickly and productively.

As Rahm Emmanuel said:

“You never want a serious crisis

to go to waste”, and it would be

remiss of our council not to be

part of the COVID-19 response

that this government is offering to

fund.

At SmartGrowth we have been

working on strategic projects to

lift our district out of its housing

and congestion issues for more

than 15 years. Now with this funding

support from government, the

time is right for us to throw of the

shackles and take those brave decisions.

It won’t be easy, but it is

the right thing to do.


May/June 2020 BAY OF PLENTY BUSINESS NEWS 7

How can you survive and

thrive during COVID-19?

EY in Tauranga is helping Bay business

owners access the support they need to

make it through the crisis.

The Bay business community

is managing a threat

of a completely new

scale.

Stressed business leaders

are trying to get a grip on cashflow

and maintain continuity

while managing the effect of

COVID-19 on their staff, customers

and families.

It’s been great to see so

many people finding smart

new ways to keep operating –

taking their businesses online

or going local with their supply

chains. Everyone is chipping

in, helping each other and

sharing knowledge.

While there’s a lot of government

support measures,

some business leaders are

struggling to access it.

Overwhelmed by the volume

of (often conflicting)

information on mainstream

and social media, they’ve

been contacting the EY office

in Tauranga for help with

what to do: NOW, NEXT and

BEYOND.

NOW: Stabilise your

business

The immediate focus is on

maximising cashflow and

accessing support.

The good news is, the

Government’s Business

Continuity Package offers a

variety of relief options.

If you haven’t applied for

the Wage Subsidy Scheme and/

or the Essential Workers Leave

Scheme, either because you’re

still assessing the COVID-19

impact, or you aren’t sure if

you qualify – we can help you

to understand how this applies

to your circumstances, confirm

your eligibility and ensure you

make a robust application.

New tax measures will

provide even more help. Tax

payments can be deferred,

interest charges can be

remitted, low value assets can

be written off, provisional tax

thresholds have been lifted,

and Research & Development

tax incentives now have

Rachael Gemming,

Associate Director – Tax

broader refundability.

If you’re making a loss right

now, but you made a profit last

year, you will soon be able to

apply for a refund of tax paid

in the previous year. We can

also help with talking to Inland

Revenue if you are worried

about anything tax-related.

If you’re an importer, you

may get an immediate boost

by deferring Customs charges,

including import GST.

If you’re an exporter, be

aware that other countries

offer a range of relief measures

which we can provide details

on too.

Get in touch and we’ll

connect with our global teams

to see where you could get a

cashflow boost.

NEXT: Get up and

running

All businesses need to consider

the new safe operation

guidelines released by the

Government. Ensuring staff

and customers remain safe

as New Zealand transitions

through lower Alert Levels

will be key.

If you are new to operating

digitally or with contactless

sales – you’ll need to consider

the privacy implications of

setting up a digital shop and

complying with customer

contact tracing requirements –

we can help with this too.

It’s stressful not knowing

how long restrictions will last,

but we can start to think about

what the next phase might look

like as restrictions start to ease.

If you are a tenant and

you’re not sure how to

approach your landlord, do

you need help to negotiate

lease reductions or deferrals?

When the wage subsidy runs

out, how will you support your

employees?

If you predict your business

will need additional cashflow,

you can apply for bank

funding under the Business

Finance Guarantee Scheme,

where 80% of your loan will

be backed by the Government.

To apply, you’ll need the

usual documentation for a

bank loan plus you’ll need to

show financial projections that

model as accurately as possible,

what your post-COVID-19

business might look like.

The Regional Business

Partner Network are scaling up

their existing advisory services

so that more businesses can

receive free support over the

next 12 months.

As well as coaching for

growth and innovation, you

can get support with business

continuity planning, finance

and cash flow management.

BEYOND: Reimagine the

future

You should also start to look

beyond the current crisis.

This is an important moment

for all of us to think about

what our businesses, lives and

societies might look like in a

post-COVID-19 world – and

what opportunities that might

present.

If you’re making a

loss right now, but

you made a profit

last year, you will

soon be able to apply

for a refund of tax

paid in the previous

year.

How will you scale back

up and what barriers need to

be overcome? Do you need to

pivot your operations to serve

the domestic market?

The risk for business

leaders is that you will be

consumed by the current crisis

and simply focus on the NOW.

But that won’t get you

through. You need to focus on

the NEXT before your competitors

take the new ground. And

you need to think about what

your business model, supply

chain and workforce might

look like in the BEYOND.

This is the time to create a

new vision for the future – and

not just for your business.

Come and talk to us about

what your business should

be doing: NOW, NEXT and

BEYOND. Contact Rachael

on 027 215 8122 or Rachael.

Gemming@nz.ey.com

How can you manage your

cash flow today to restart

growth tomorrow?


8 BAY OF PLENTY BUSINESS NEWS May/June 2020

Surviving COVID-19:

A New Zealand trade perspective

The Hon. Tim Groser is the founder

of Groser & Associates. He was New

Zealand’s Trade Minister for seven years.

Prior to going into politics in 2005, he had

been NZ WTO Ambassador and NZ Chief

Negotiator in a number of international

trade negotiations. He mostly recently

served a term as NZ Ambassador to

the US and Special Envoy to the Pacific

Alliance.

By TIM GROSER

Trying to chart an economic

path out of this

global pandemic is, in

the old phrase – “like throwing

darts”. It depends critically on

what assumptions one makes

about the duration and depth

of the public health crisis.

I have in mind, in particular,

the non-trivial possibility

of a serious “second wave” of

the virus hitting the US and the

other major economies later

this year, before the cavalry (a

vaccine) arrives out of global

laboratories. A resurgence

would really tip things economically

over the cliff.

It will therefore be the future

pathway of the pandemic,

not economic policy, which

will determine whether we are

going through a brutal short

collapse of large parts of the

global economy, with a recovery

in 2021. Or whether we are

facing something much, much

worse. If it is the latter, old political

nightmares – long forgotten

in the expansion of the

world economy over the last

70 years – may return.

But we cannot just

wait passively to let events

wash over us. We need to have

a working hypothesis of how

we proceed economically - as

long as we balance this with

sufficient humility to adjust

it, perhaps radically, if events

make nonsense of our working

hypothesis.

My assumptions

• Most advanced economies

will achieve greater and

greater incremental success

in suppressing the pandemic.

Some (Australia, NZ, Taiwan)

may be stand-outs in suppressing

the pandemic. Others will

have to endure further brutal

death rates amongst vulnerable

cohorts of their populations.

This assumption reflects the

headline conclusion of a recent

authoritative paper by a team

of British medical scientists

and modellers – “epidemic

suppression is the only viable

strategy at the current time”.

• But it remains deeply problematic

whether large parts of

the developing world will succeed

in suppressing the pandemic.

Most of them, large and

small, have neither the public

health infrastructure nor the

economic resources to respond

as have the major developed

countries and China. I do not

rule out terrible human suffering

in some developing countries

as we see what this wonderful

antiseptic word “herd

immunity” actually implies in

practice.

• At best, the global economic

recovery will be a

long haul from here. A quick

“V-shaped” recovery is, in my

view, a fantasy propagated by

Wall St millennials. Over the

past three weeks, the S&P500

has staged a staggering 24

percent recovery (technically

a bull market) from the lows

of early March as 26 million

Americans have filed for unemployment

payments. Duh?

• The unprecedented display

of fiscal and monetary firepower

around the world will

stabilise to a certain degree

consumer expenditure in the

major economies and prevent

wholesale corporate slaughter.

There will be no slow and

steady recovery over the next

Strong demand for NZ kiwifruit in China. Photo/Zespri.

At best, the global economic recovery

will be a long haul from here. A quick

‘V-shaped’ recovery is, in my view, a

fantasy propagated by Wall St millennials.”

few years if this assumption

proves wrong and massive

parts of their private sector

economies collapse. I will not

even begin to think about the

longer-term economic question

of the implications of the

massive expansion of global

debt and who is going to pay

for that. We in Australia and

NZ are not going to escape

this, but at least we started

from a far sounder debt:GDP

ratio than the major OECD

economies.

A significant hit

One way or another, we are

going to take a significant hit

on trade. Yes, in terms of the

public health issues, we have

the inestimable benefit of the

world’s largest moat and we

have pulled up the drawbridge.

Yet that will not stop the waves

of a global recession and the

associated massive downturn

in global trade washing up violently

on our shores.

It is certain that we will see

our export earnings dive in the

next two-to-three months. That

will be the inevitable consequence

of supply side shocks

(people unable to go back to

work), massive disruption to

logistics such as air and sea

freight. My focus here is on

the medium- and longer-term

implications for our export

economy.

The IMF and the WTO are

competing with each other

with dramatic estimates of

the extent of the downturn in

global trade flows. Whatever

the magnitude of the hit turns

out to be, it is going to be

negative. No matter what our

relative advantages are (and I

am one of those who think we

have many), we cannot escape

the impact of a deep global recession

or depression.

The key issue will be the

extent and duration of the

downturn in aggregate demand

in our major trading partners

and the impact this will have

on volumes and prices of our

main exports to them.

Our top six markets for

exports of goods and services

are (in order) – China, Australia,

the EU, the US, Japan

and Korea. Together they accounted

in 2019 for some $60

billion of exports out of our

total of $86 billion. Several of

them have, to put it diplomatically,

“distinctive” political

reactions to COVID-19, but

each of them has the resources

and technical sophistication to

climb out of the hole.

One very simple, high

level conclusion is that the

countries I am most worried

about in terms of the human

public health dimension (ie

developing countries with few

resources) do not therefore figure

large in our international

trade profile. But it would be

the height of naivety to believe

this deals with our trade

problem.

With the intriguing – I



May/June 2020 BAY OF PLENTY BUSINESS NEWS 9

Hon. Tim Groser

think real – possibility of

a “trans-Tasman bubble”

emerging from the (relatively)

far superior data in

our two countries, which may

allow Australian tourists to

arrive here, our services exports

(largely tourism and education)

will obviously take

a terrible hit – particularly

tourism.

With respect to education,

it’s not inconceivable that we

could in time develop quarantine

protocols for students arriving

for residential courses.

In the minds of the students

and their parents, the “safe

haven” brand of New Zealand

might well offset partially the

gross inconvenience of two

weeks’ quarantine.

Food exports are far more

important. They account for

60-65 percent of our goods

exports, depending on what

definition is used. I suspect

the volumes will hold up well

– in the hierarchy of human

needs outside times of war

I have been

impressed, but not

surprised, by the

reaction of New

Zealanders to this

major crisis.”

when guns become more important

than butter, nothing

tops food as an essential item

of consumption. Prices are

quite another matter.

In 2007 international food

prices went through the roof –

there were food riots in many

countries and export controls

on rice and other commodities.

That came to a shuddering

halt in 2008/9 with

the Global Financial Crisis.

Recessions kill commodity

prices – look at the bloodbath

taking place now in global oil

markets. I cannot see how, in

time, the massive downturn

in the global economy being

forecast by the IMF and others

will not impact negatively

on our export prices.

FTA jewels in the crown

On the more positive side,

we have FTAs in place with

China (and separate complementary

FTA agreements

with Hong Kong and Taiwan

– not in the top six NZ export

markets, but very significant

in their own right), an FTA

with Korea, and an FTA with

Japan via CPTPP and an FTA

with Australia (CER).

I thought finally we had

nailed it with the US – but

that was before President

Trump pulled out of the TPP,

which was then successfully

reconfigured by the other TPP

countries into CPTPP. In the

current circumstances, these

are jewels in the NZ Crown.

I was very pleased the coalition

Government appears to

have ignored political suggestions

that we impose export

taxes/export restrictions on

our $5 billion log exports.

Quite apart from the utter

perversity of deliberately putting

barriers to our exports at

a time when we need every

export dollar we can get, it

would have sent a terrible

message to China, our most

important export market,

about New Zealand’s dependability

and commitment to the

FTA.

It is not a technical matter

of what the legal provisions

are – it is the political signal

that matters.

Longer term we should of

course be deeply concerned

about the possibility of the

world generally turning towards

protectionism. This is

not the place to explore that

massively important geo-strategic

question.

My view is that this is not

“the end of globalisation”,

but most certainly the balance

will shift away from the era of

hyper-globalisation to a more

conservative view of the balance

between ‘”efficiency”

and “resilience”.

This will not destroy

global supply chains, but it

will certainly re-shape them.

How far and how deeply

depends on the depth of the

global recession and the political

consequences that flow

from that.

Past lessons not

forgotten

I think it is far too pessimistic

to believe the world has completely

forgotten the lessons

of the last Global Depression,

when the Hoot Smalley unilateral

tariff hike of 1930 led

to a series of retaliatory protectionist

measures and, in the

era of fixed exchange rates,

“beggar-thy-neighbour” competitive

exchange rate devaluations.

This greatly deepened

Despite the lockdown, NZ kiwifruit is still being

unloaded in China. Photo/Zespri.

the misery of the Depression.

There is today a clear and

unpleasant whiff of that cordite

in the international air (and

that was apparent before we

had heard of COVID-19) so

we cannot take it for granted

that rationality will prevail.

As Mark Twain observed,

history does not repeat itself,

but it does rhyme.

Again, I was pleased that

a significant group of WTO

Members including the EU,

Canada, Australia and others

joined a New Zealand/

Singapore initiative designed

to commit each Government

to keep global supply chains

open during this most difficult

period.

Behind this, we are rediscovering

what I think privately

most of us believed:

although we are a much

more ethnically diverse

country than we were 50

years ago, we are a remarkably

cohesive country with

excellent institutions, a distinctly

non-toxic political culture

by any relative standards,

and a great deal of self-discipline

(the occasional idiots

aside) amongst our diverse

citizenry.

I have been impressed, but

not surprised, by the reaction

of New Zealanders to this

major crisis.

As I have said to many

people, if I could, in this crisis,

magically tele-transport

myself to any country in the

world, which country would

I choose? I would stay right

here in Aotearoa.

1 – Imperial College COVID-

19 Response Team – ‘Impact

of non-pharmaceutical interventions

(NPIs) to reduce

COVID-19 mortality and

healthcare demand’.

DO YOU NEED A

LEGAL HEALTH

CHECK?

The Covid-19 situation has the world focused on our physical health,

with good reason. During this time of uncertainty, we also should be thinking

about our “legal health”. A quick check you can do from the comfort

of your own home, is to ask yourself:

• Do you have a Will? If so, is it still relevant and does it reflect your wishes?

• Do you have enduring powers of attorney? These are important documents

that give you the ability to appoint another person (your attorney) to make

decisions for you in the event that you can’t.

• Do you have a family trust? If so, are you aware that trust law is changing in

January 2021? Now is a good time to do a “health-check” on your trust to

ensure it is fit for purpose and will comply with the new law.

• Did your lockdown “bubble buddy” recently move in with you? If so, who

owns the house? Do you need to think about a Contracting Out Agreement

draft (which is the NZ version of a “pre-nup”) to protect yourself from a

future claim?

Our team are still open for business and remote capable. We are ready to help

you with a legal “health-check” if needed.

Contact us today. Ph: 07 928 2000 | Email: lawyers@st.co.nz

www.sharptudhope.co.nz


10 BAY OF PLENTY BUSINESS NEWS May/June 2020

Resilience and recovery

Robyn Parker’s craft

business: now focused

on eCommerce.

Photo/Supplied.

A snapshot of where the

Bay business community

is at, with thanks to the

Tauranga Chamber of

Commerce for its insights.

David McConnochie afa

Paul O’Driscoll afa

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Do you have a plan on how to best

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Ensuring that you have enough income

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income can be a significant challenge,

particularly in light of the current low

interest rate environment and the

economic effects of COVID-19.

At Forsyth Barr we have a dedicated

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Brett Bell-Booth afa

Prime Minister Jacinda

Ardern has warned that

overcoming COVID-19

in New Zealand would be a

“marathon, not a sprint”. The

same could be said of the region’s

economic recovery,

says Tauranga Chamber of

Commerce chief executive

Matt Cowley.

The announcement of an

exit from Level 4 lockdown

to a “recovery” state of Level

Philip Kilpatrick afa

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TAU6332-01© Forsyth Barr Limited April 2020

3 this month was the starting

line for many local businesses

who were unable to trade for

the five-week period. And so

begins the process of recovery

and adaption to an economic

climate shaped by COVID-19.

For businesses looking to

kickstart their own recovery,

Cowley advises owners not to

save their company on their

own.

“It’s tough and businesses

owners cannot be across everything,”

he said.

“They should reach out for

support, including their accountant,

bank, business mentors,

and any government-supported

resources, such as the

Chamber’s Regional Business

Partner Network (RBP)

programme.

“It is reassuring to bounce

ideas off other knowledgeable

people to assist in decision

making.”

Helpline for recovery

Since lockdown began, the

Chamber’s RBP programme,

or Biz Hub helpline, has been

in contact with nearly 600

businesses in the Bay, all seeking

business advice, direction

and support.

What began with queries

regarding short-term cashflow

issues and access to the

wage subsidy, have shifted to

a long-term focus – advice for

businesses that can’t trade on

how to diversify their offering,

business continuity planning,

marketing and sales training,

and more.

Business advisor Kirstin

Mead said:”People were really

grateful to have this business

support available, to be able

to speak with an experienced

business advisor who can help

them get the right support for

their business.”

Mead said there were a

number of ways businesses can

adapt, including digital transformation

to allow for eCommerce,

buying local as both

a member of the public and

also in a business-to-business

capacity, and taking charge

of the new ways of working

around health and safety (eg

social distancing) to be ready

to hit the ground running when

doors can fully open.

Chamber engagement

co-ordinator Anne Pankhurst

has been with the Chamber

As we cascade

down the alert levels,

our long-term view

on the horizon should

increase.”

– Matt Cowley

through a number of regional

crises, including the Rena disaster

and the Global Financial

Crisis. Her advice to businesses

looking to rebuild is

to take the time to review and

reset their business model.

“The recovery could be

long and so doing business as

it was, is likely to change,” she

said.

“Those businesses that

think strategically in this time

will be best placed to come out

of this crisis. Those that don’t

expect to return to business as

usual will recover quicker.”

Adapt to survive

But many local businesses profiled

here and elsewhere in this

issue have demonstrated just

how flexible they can be. For

example, Greerton retail business

owner Robyn Parker was

devastated when the doors of

her craft store closed in March.

Uncertain about the future of

her business, she found solace

in attending regular webinars.

“Mentally, they helped

a great deal, as I felt like we

weren’t alone in this,” she said.

“The webinars helped me

turn around our thinking to

make the most of this time. I

learnt how to use Zoom and

FaceTime, and begun using

video calling to help my customers

with their crafting

problems.”

Taking her newly acquired

digital skills to the next level,

Robyn is working with website

provider Zeald to develop

an eCommerce site and has

created an online community

of her customers that she never

imagined would be possible.

Mount Maunganui café

The General also saw trade

turn down during lockdown.

Owners Malika Ganley and

Aaron Winter have made the

decision to also stay closed

during Level 3, as it is not viable

for their business to open,

and hopes for the Level 2 announcement

to be soon.

“There is no doubt it will

affect the way our business

was running [compared to]

pre-COVID, but we are using

this time to work on refining

the business.”

The pair were granted capability

funding through the

RBP programme and are now

working with business growth

centre The Icehouse to review

their current operations and

plan for next steps.

“They have been encouraging,

inspiring and have set us

on a very direct course with

where we need to be heading.

This coaching is exactly what

we needed and will play a big

role in us hitting the ground

running.”

Regional recovery a

process

Like individual businesses,

the region also needs a plan

to adapt to survive. Cowley

said the Bay’s recovery would

be a transition as the business

community addressed the immediate

crisis, while looking

to reposition itself.

“For example, New Zealand’s

border restrictions will

restrict the country’s supply

of international seasonal and

skilled labour,” he said.

“We will have to use our

existing labour force better,

and make it easier for people

to retrain to fill job vacancies.

The region would benefit from

coordinating supply chains as

the border restrictions are causing

air freight fees to increase

for importers and exporters.”

The region would also

benefit from reconsidering its

long-term economic plan, he

said.


May/June 2020 BAY OF PLENTY BUSINESS NEWS 11

2020 SUPPORT

NETWORK

BUSINESS

COMMUNITY

LIFTOUT

We have taken the opportunity in this issue to meet the demands of the

current business environment. As well as increasing our reach with more digital

subscriber updates, we have included this directory of businesses who have

asked to be part of our 2020 Business Community Support Network. These are

businesses who are here to serve you. Our plea to you – please support them.

Trustpower – thanks to our

customers, partners and team

At Trustpower we’ve been in the fortunate position

of being an essential service provider throughout

the government’s response to COVID-19. And

alongside many other businesses, we’ve also faced

the challenges and opportunities that come with

switching our business over to working from home in

a short space of time, wherever possible.

Our top priorities over the last couple of months have

been ensuring our teams have full support, not only for

working from home, but from a safety and wellbeing

perspective as well. What may have been easily

achieved in the office, can be more challenging with

our bubble buddies.

We’ve faced similar challenges to other businesses, in

providing PPE at all of our sites, ensuring public safety

and protecting our essential services workers over the

last few weeks. Thankfully early on we pulled our Major

Incidents Team together and managed to achieve

some pretty extraordinary outcomes – we can’t thank

our team enough for their unwavering support.

Our Technology & Delivery teams have been working

round the clock to ensure our systems are stable,

secure and user-friendly for working from home.

Standing up a full “from home” telephony system was

no small undertaking at such short notice, but we got

it done. With the added impact of a 25-30 percent

increase in ISP traffic, we’ve had some intense days.

Our customer needs have also been at the forefront

of our COVID-19 response. Our vulnerable customers

were the first ones we started calling early on, and

this continues. We recognise that for some, our call

is the only contact they may receive in a week, so

we’ve created a regular check in call for many of

these customers. We’ve heard some amazing stories,

especially around Anzac Day, with many of our elderly

customers likening isolation to war times.

Traditionally we tend not to talk too much about the

things we just get on with as a company, or as Kiwis

really. But at a time like this, it’s important to share

what we are doing, maybe as a gentle reminder to

remember our elderly and vulnerable community

members. We also need to thank our teams for the

fantastic work they are doing day in, day out. It is also

important to thank our customers and teams for their

patience as we’ve navigated these very uncertain

times together.

We mentioned being fortunate

to be an essential service

provider at a time like this,

and we are conscious that we

have many people to be thankful

to and for. Many of the local

businesses we generally frequent have

been closed since lockdown started, so supporting

them to get back up and running is super important.

Helping with some free advertising spots in this

directory is a great opportunity for us to say thank you

to our local businesses. Kia kaha and hopefully we will

see you again soon.

NEED AN ACCOUNTANT?

THANK YOU FROM TRUSTPOWER

NEED A COFFEE?

Contact Megan Tomalin

07 578 8959

tauranga@sba.co.nz

SBA TAURANGA

Level 1, 602 Cameron Road, Tauranga

www.sba.co.nz/tauranga

@sba.tauranga

LITTLE LONG ESPRESSO & EATERY

L

A locally owned business with a comfortable environment to

relax, work and meet friends and business colleagues. Fresh

made daily muffins, scones, cakes, slices, cabinet and salad.

breakfast and lunch menu available all day

Located in the heart of CBD,

43 Spring Street, Tauranga

Open:7am-3pm Phone: 0225411220

littlelong_espresso

WWW.BOPBUSINESSNEWS.CO.NZ/DIRECTORY


12 BAY OF PLENTY BUSINESS NEWS May/June 2020

2020 SUPPORT

NETWORK

BUSINESS

COMMUNITY

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We place immense value in person-to-person

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business to get to know yours.

07 570 6450 | hello@obsidianinsurance.co.nz

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NEED AN ACCOUNTANT?

IN BUSINESS THE BEST ADVICE

COMES FROM EXPERIENCE!

It doesn’t matter if you’re a big or small business,

we will use our experience to tailor an innovative

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60 Durham St, Tauranga & 7 Totara St, Mt Maunganui

07 927 1200 | office@inghammora.co.nz | inghammora.co.nz

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for you

Our experience is extensive and

our approach is unique, we match

people, brands and businesses.

Call Nathan

0275 393 022 or email

info@iridium.net.nz

iridium.net.nz I.R.B. Realty Ltd Licensed REAA 2008

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WE ARE OPEN AND OUR C-19 RESPONSE

IS FOCUSED ON KEEPING YOU SAFE

We want to do everything

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Hassle-free coffee

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The easy way to

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pre-ordered pick-ups

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www.bumpzi.co.nz

WWW.BOPBUSINESSNEWS.CO.NZ/DIRECTORY


May/June 2020 BAY OF PLENTY BUSINESS NEWS 13

2020 SUPPORT

NETWORK

BUSINESS

COMMUNITY

CrestClean sees new business

streams opening up

By DAVID PORTER

The COVID-19 crisis has been tough for all

businesses. But for some it has produced new and

unexpected growth streams.

For Crest Commercial Cleaning (CrestClean) the

increased focus on hygiene has had a significant

positive impact. CrestClean Tauranga spokesperson

James Smith told BOP Business News many existing

customers have asked for increased cleaning

frequencies.

“There’s a big focus now on not just having a

clean workplace,” he said. “People are wanting

reassurance the cleaning agents used are effective

against COVID-19.”

CrestClean is New Zealand-owned, and locally

owned and operated in each city. “We’ve launched

a new sanitising service as a direct result of

customers wanting a higher level of hygiene for their

personnel,” said Smith. “The demand has been quite

phenomenal and we can see this being a big growth

area.

WORKPLACE PROTECTION

CrestClean’s Sanitising Service aims to protect

workplaces against the flu, viruses and other viral

illnesses that can rapidly spread in a workplace

environment. Although much still remains about COVID-

19, cold or flu germs can live for up to 48 hours on

surfaces like doorknobs and objects people touch with

their hands. CrestClean notes that is important to take

precautions to prevent employees from contracting and

spreading any viruses or influenza.

Viruses, including COVID-19 and Influenza, are killed

by the correct application of an effective sanitiser.

CrestClean recommends sanitising surfaces that people

frequently touch with Anti-Viral Sanitiser regularly.

CrestClean personnel apply its Anti-Viral Sanitiser to

specific surfaces that people touch, i.e. doorknobs,

door push plates, kitchen areas, taps, microwave

ovens, fridge doors, toilet buttons, soap dispensers,

hand dryers, etc. The service is carried out at agreed

periods, in addition to regular contract cleaning. “An

anti-viral product is used to clean and wipe surfaces,”

said Smith.

CrestClean staff member applying

sanitiser. Photo/Supplied.

Smith said the sanitiser has a residual effect and it

carries on working for a long time. Traces of sanitiser

left on the surface will keep on killing any new

pathogens that may land on the surface. “It works

brilliantly on surfaces people frequently touch, such

as door knobs, door push plates, doors, toilet buttons,

soap dispensers and hand dryers,” he said.

“We believe cleaning and sanitising are going to

be a big part of us all moving forward as a society.

Hygienically cleaned facilities will help minimise the

risks for people interacting at close quarters. “

Quentosity’s contactless

coffee solution

Quentosity managing director

Quentin Van Heerden.

Bumpzi, the creation of Tauranga-based digital

marketing agency Quentosity, has come up with

a solution for cafes, restaurants and takeaway

businesses looking to operate under COVID-19

reducing alert levels.

Bumpzi is an online system that enables contactless,

pre-ordered pick-ups from outside a café or eating

place. A customer places an order by phone, then the

café can view on a tablet. The order is created and the

customer can then pick it up from a designated place

outside the establishment.

Quentosity says the monthly cost can work out to be

just one cup of coffee a day. The company, which

specialises in creating digital apps, says Bumpzi can

help such businesses get back up and running again.

Quentosity managing director Quentin Van Heerden

also owns Q Cafe in Papamoa, which he said gave him

an insight into what café owners needed

“We all want to resume serving coffee and food to

customers, but it must be done in a way that’s safe,

responsible and complies with the official guidance,”

he said. “This is where Bumpzi can help every

business owner who is desperate to get an income

again, and the customer who has missed their daily

cup of barista-made coffee. As a small business owner,

I know the pain that others are going through right

now. Making Bumpzi to be affordable is how I hope I’m

helping, one Kiwi business owner to another.”

For more information about Bumpzi,

see https://bumpzi.co.nz/

NEED STRATEGIC COMMS?

NEED ENGINEERING?

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www.mountmetalcraft.co.nz

| mountmetalcraft

Ph: 021 0224 0333

WWW.BOPBUSINESSNEWS.CO.NZ/DIRECTORY


14 BAY OF PLENTY BUSINESS NEWS May/June 2020

2020 SUPPORT

NETWORK

BUSINESS

COMMUNITY

How to reposition a business

By NATHAN DOLMAN

As we watched the live stream from the

New Zealand Government announcing

the decision to reduce gathering sizes

move into Level 4, our Tauranga Party

Hire office phone ran red hot. But not

for the right reasons. All our work for

the foreseeable future was being either

postponed or cancelled.

At the end of February, we had sat

down to review the previous 12 months

of business, look at how our first full

financial year of trading was tracking,

and set our goals for FY21. At that

point, we never expected to watch our

business disappear overnight, due to

the impact of a worldwide pandemic.

The COVID-19 impact was heartbreaking

to the point that we didn’t

want to answer the phone. We had two

choices at this point. Stand and take

it, or look outside of the “norm” for the

events we are used to working with.

After all this is still an event, just not

one with bright lights, music and a few

drinks.

This quickly brought my partner Amy

and I around the table to brainstorm

on what life (both business and

personal) was going to look like during

Re-purposing marquee assets to Level 4 needs. Photos/Supplied.

lockdown. In particular, discussions

focused around how we could repurpose

the assets of the business to

continue to drive income, ultimately

for the survival of our business. But

also at the forefront of our minds

was protecting the livelihood of our

staff, who are an integral part of our

business.

This brought us to thinking about who

would need extra space to deal with

the outbreak of COVID-19, and with

the evolving restrictions being put in

place around social distancing, which

would impact the essential industries

that continued to operate under Alert

Level 4.

From this brainstorming and a few

phone calls, came opportunities to

provide marquees to create the drivethrough

COVID-19 testing sites across

the region, the extension of a number

of meal rooms for kiwifruit packhouses

across the BOP, as well as cover for

supermarket customers lining outside

up to enter the stores as the weather

begin to deteriorate.

Suddenly, our phone was ringing red

hot again, but this time for essential

services wanting to book equipment.

Being a locally owned small business,

we were able to be nimble, adapt our

business quickly, and repurpose our

assets into areas that aren’t “normal” for

an event company.

Doing this has allowed us to provide

confidence to our team. While there are

hard times ahead for not only us, but the

entire business community, if we can

continue to be nimble and flexible, there

is always opportunity out there.

This will hopefully see us get safely

out to the other side of these

unprecedented times.

Nathan Dolman is a director of

Tauranga Party Hire. He can be

reached at nathan@taurangapartyhire.

co.nz

NEED COACHING?

NEED SOME

HELP WITH

YOUR

BUSINESS?

In some cases your business maybe able to

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phil@loveyourbusiness.co.nz

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Book a FREE 30 min session @

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We carry a wide range of marquees

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We look forward to working with you to make

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64 EIGHTH AVE, TAURANGA

P 07 577 0440 | E sales@taurangapartyhire.co.nz

WWW.BOPBUSINESSNEWS.CO.NZ/DIRECTORY


May/June 2020 BAY OF PLENTY BUSINESS NEWS 15

Good opportunities likely to come up,

but tread carefully

A lot has changed in a few short weeks. Unfortunately, business and

consumer confidence will not go back to pre-COVID-19 levels in a

hurry. It will be a slow progression upwards as it always is after a

major shock like this. Someone looking to buy a business may need

to think about a few things differently.

I

have some new questions

that I think any prospective

buyer should answer:

1. What do the historic results

of the business mean

now? Are they repeatable?

Prior year results used to be

considered a good guide for

the future. There is no guarantee

that all businesses will get

back to those levels – indeed

many unfortunately will not.

2. How has the business’

asking price been calculated?

Historically the asking

price is a function of prior year

financial results x a multiple

for risk (lower equals a higher

multiple).

There were often comparatives

of what other businesses

sold for that provided support

for the value.

This calculation may need

to be adjusted to put more

weight on future projections.

Comparative sales may not be

as meaningful. Understanding

how reasonable the asking

price is in the current market

will be key.

3. If you buy it, how long

before you get back to business

as usual or at least to

breakeven?

4. Is there still likely to be a

core market for the product/

services? Businesses reliant

on discretionary spend of all

kinds will see a reduction. How

much that may be is impossible

to forecast. It is important

this uncertainty is built into the

sale price. It is also crucial that

you do not just have one scenario

of how the business may

go but multiple. Things will

not always go to Plan A – so it

will be important to have Plan

B and C ready and waiting.

5. Will the existing customers

still be in business and if

so, will they buy from you or

from someone else? Can they

pay you? How reliable is a

customer’s payment history

now in this new environment?

Credit control will be

a major area of focus moving

forward and unfortunately

there will be many stories of

good businesses that are found

to be swimming naked when

the tide went out (due to soft

credit policies).

6. Is the business’ supply

chain still as good as it was?

Disruptions to stock supply

and potentially significantly

higher prices given the lower

NZD are going to have a prolonged

impact.

7. Can you get the enough

finance to cope with multiple

potential outcomes? Now is

not the time for most to borrow

to a level that only is viable in

your most optimistic scenario.

BETTER BUSINESS BUYING

> BY TOM BESWICK

Director at Ingham Mora Chartered Accountants in Tauranga, is a

business advisor who specialises in buying and selling businesses.

He can be contacted on 027-5744- 019 or tom@inghammora.co.nz

We are very fortunate to be in this part of the

world, in that we are likely to get back to a

new “normal” sooner than most. It will mean

that there are good opportunities around to

buy businesses.”

Banks will be more careful and

there will be less competition

for new business while they

hunker down. Banks are going

to spend far more time wanting

to understand all the factors

above, before they put any of

their own money at risk.

They will ask for more security

then in the past. Finance

will take longer to receive

– you will need a longer due

diligence period than

previously.

Banks will want to understand

your recovery / buying

plan and evaluate whether they

think it is well considered and

supported with strong assumptions

to give them more confidence

that your new business

is a safe bet.

We are very fortunate to

be in this part of the world, in

that we are likely to get back

to a new “normal” sooner than

most. It will mean that there

are good opportunities around

to buy businesses.

However, life as we knew it

has fundamentally changed for

a good while to come.

I would recommend all

business buyers tread carefully

and get good advice as

early as they can to maximise

the likelihood of a successful

outcome.

Classic Builders notes

downstream impact of

construction comeback

Thousands of construction workers will

be back on the tools from the end of

COVID-19 Level 4, playing their

“highly important” part in cranking up New

Zealand’s economic wheel, said Classic

Builders director and head Matt Lagerberg.

Classic Builders is one of the country’s

largest home building companies and a

major presence in the Bay. Lagerbeg said

being given the green light to return to work

under Level 3 has been a great relief.

“It has been a tough time for everyone

in the construction industry - and others too

- with income streams at a standstill and outgoings

to service,” he said.

Staff were keen to get back out and get

the wheels turning, said Lagerberg, who

predicted a positive downstream impact.

Classic Builders has a staff of 260 covering

the Bay of Plenty, Auckland, Northland,

Christchurch, Queenstown, Wellington and

Waikato.

“It’s great for the supply chain and

breathes life into many small and medium-sized

businesses. Bricklayers, labourers,

electricians, plumbers, roofers, tilers, those

involved in earthworks and drainage, and

product suppliers… all represent subcontractors

and suppliers relieved to be back at

work.”

It’s great for the

supply chain and

breathes life into

many small and

medium-sized

businesses.”

– Matt Lagerberg

The construction

industry pumped

more money into

Tauranga and the

WBOP’s economy

than any other

industry last year.”

– Nathan Watkins

He said Classic Builders had hundreds

of homes underway and staff were eager to

finish these so Kiwis could move into their

new homes.

Classic Builders Tauranga regional manager

Nathan Watkins said members of his

team of 38 people – covering the Western

Bay of Plenty – had been on site checking

everything was in place so they could hit the

ground running.

“The construction industry pumped more

money into Tauranga and the WBOP’s

economy than any other industry last year,

so getting back to work is great news for us,

our many subcontractors and suppliers and

the local economy,” he said

With a pipeline of scheduled work

through to January 2021, the Tauranga and

Papamoa Classic Builders branches had clients

waiting patiently for their new homes,

said Watkins.

Preparation for the return-to-work date

had included liaising with the company’s

subcontractor and supplier network to ensure

all on-site requirements around health

and safety were understood.

“The way we work is going to be quite

different, but we are confident we can get

the job done safely and deliver quality

homes.”

TABAK Business Sales’ Glenda Warner, Sam Williamson, Kevin Kerr, Paul Brljevich and

Julie Pixie at the company’s 20th anniversary celebration. Photo/Uno Magazine

TABAK Business Sales

celebrates 20 years

TABAK Business Sales

recently celebrated its

20th year of business

brokering with an anniversary

function at the Tauranga Club.

Invited guests included

many accountants, lawyers,

bankers and other professionals

who have supported

TABAK during the past 20

years.

TABAK established itself

as a boutique business brokerage

two decades ago focusing

on selling quality businesses

to serious buyers. Kevin Kerr,

a TABAK director, said he

believed its success had been

based firmly on sticking to TA-

BAK’s specialist sector – business

sales.

“We achieve outstanding

results by selling only quality

businesses that show sustainable

future profits,” said Kerr.

“Our results speak for

themselves – we sell 80 percent

of what we list and consistently

achieve sales prices

within 10 percent of the listing

price. It’s that focus on quality

that has set us apart from our

competitors. The integrity that

we bring to the valuation process

is a key to achieving these

above-average industry results.

“We strongly believe that

establishing a fair market

value is vital to the successful

outcome of the sales process.”

Achieving long-term

goals

Fellow director Paul Brljevich

said that TABAK has a passion

for helping people achieve

their long-term goals.

“We focus on bringing a

personalised approach where

our whole team can work on a

project in order to achieve the

desired outcome for both the

seller and buyer. Our credible

track record allows us to provide

a superior service when it

comes to selling a business.”

So what does the future

hold for business sales over

the next 12 months? The

small business community is

at the heart of New Zealand’s

economy and COVID-19 has

changed everything, said Kerr.

“Business owners will need

to reassess their businesses and

the industry they are involved

in to navigate the uncertainty

that lies ahead,” he said.

“There will be some businesses

that will not open up,

others that will struggle for a

long period of time and some

who are involved in shovel-ready

projects that could

return to normal. Yet for others

they will decide to sell. It

is this uncertainty that will

present both opportunities

and challenges. It is all about

timing.”


16 BAY OF PLENTY BUSINESS NEWS May/June 2020

Technology resilience –

now and in the future

As we hopefully come out of COVID-19 lockdown and move

beyond, business operators are being forced to rethink their

norms. And one of the main areas impacted is the actual

location of where we all work.

TECH TALK

> BY TONY SNOW

Tony Snow is chief executive and co-founder of Stratus Blue. He

can be contacted at Tony@stratusblue.co.nz.

Work is a function not

a place. A large proportion

of the workforce

are now working from

home and are starting to get

used to it.

How is this going to play

out going forward? Having

proved the effectiveness of

remote working, in the future,

employees may demand it and

employers will have to get

more comfortable offering it.

There is also an unprecedented

demand on business

owners and operators to suddenly

become technology

experts. From the comfort of

the new workspace (home)

and with new work colleagues

(partners and children) there

has been an introduction of

technologies into businesses

that may have never been used

before – video conferencing,

instant messaging, e-commerce

etc.

This has opened the door

to opportunities and different

ways of thinking, tempered

with frustration, new unbudgeted

spend and risk-taking

through increased security

challenges.

New tools are being released

to help with challenges

and issues facing businesses,

so this trend is set to continue

in the short term, especially in

contact tracing, transactional

activities, click and collect and

contactless delivery.

Beware of technology

fatigue

There is a risk of technology

fatigue settling in. How are

business owners supposed to

keep up with it all and make

sure the bills are being paid,

while still looking after customers

and generating an income?

What should you prioritise

when faced with so many

options?

First, remember that while

technology is important, it is

just a tool to support your desired

business outcomes. IT

must serve a purpose and you

don’t need to be a technology

expert to know your business.

There are a number of

tools available and they are

constantly being updated and

competed with.

To use these tools successfully

usually requires you to

understand your current processes

and then to look at how

they could be made better. Can

you automate it or eliminate

certain processes?

Outside of these processes,

a couple of considerations to

focus on now are:

• Cybersecurity.

• IT infrastructure and data

storage solutions.

• Collaboration and

communication.

So, where to from here?

An assessment on how the key

Resilience: the

capacity to

recover quickly

from difficulties;

toughness.” – Oxford

Dictionary definition.

policies and processes within

your business are working now

and how they will work with

the new norm is a good place

to start

We have often seen businesses

either paying for something

they no longer use, paying

for multiple tools that do

the same thing, or not aware

that the subscription to one

thing offers much more than

what they are using it for.

Many have also just kept

bolting on applications and devices

as they see fit.

This all results in a very inefficient

technology stack with

no or little planning.

Assess technology governance,

business process and

tools now. Understand the demands

that you will be faced

with over the coming months

to work out what to do next.

Franchising can help

entrepreneurship renewal

New Zealand, at heart, is a nation of entrepreneurs. The tyranny of distance, added with the

old number 8 wire mentality has created many a commercial endeavour. The economic and

social conditions post COVID-19 will stimulate and feed this national inclination. For many

the inclination will morph into franchising.

Why we will see a growth

in entrepreneurship

Entrepreneurship – the

propensity for people

to go into or create a

business for themselves –

tends to be anti-cyclical to the

economy.

This sounds counter-intuitive,

but good times and full

employment, coupled with

a comfort level in the status

quo, means fewer people are

inclined to take the jump to

business ownership.

At the other extreme end,

which unfortunately we are

now facing, with a recession

and significant growth in unemployment

as well as under-employment,

many will

have that push.

The post COVID-19 recession

will be very different to

FRANCHISING

> BY NATHAN BONNEY

Nathan Bonney is a director of Iridium Partners. He can be

reached at nathan@iridium.net.nz or 0275-393-022

previous downturns.

Interest rates are low, many

would-be entrepreneurs have

created equity in property and

at this stage they have access

to capital.

Also, importantly, the

world has suddenly got a lot

smaller. Globalisation of the

labour market has suddenly

ceased.

We are looking at a potentially

massive social shift. Few

people knew what WFH stood

for, or even considered this an

option a few months ago.

As the workforce has had

to come to terms with this new

way of working, a great number

of people will be reluctant

to return to the daily commute,

the stipulated hours and work

environment.

Many have tasted having a

greater control over one’s day,

work and ultimately their own

destiny, and will look at exiting

the corporate world.

Why franchising

will champion

entrepreneurship

Growth of entrepreneurship

and the growth of franchising

will go hand in hand, and

I suggest that franchising will

both accelerate and take a starring

role.

Franchising provides opportunities

to use almost any

existing skill set.

From cleaning to home

loan brokerage, to building

and hair styling, there is a

franchise system that provides

a traditional employee the opportunity

to go into business

for themselves applying their

existing skill set.

If the decision to go into

their own business has been

one of necessity, this will be

highly desirable for many of

them.

A franchise system or

framework provides the business

tools, systems and support

around a skill set, turning

it from a job function to a

business.

The business in a box approach

means the incubation

period for a start-up franchise

business is likely to be shorter

than a stand-alone and an established

brand and marketing

machine is likely to lead to a

shorter period to break-even

and beyond. Faster will translate

to more growth.

The old franchise saying of

being in business “for yourself,

not by yourself”, has

never rung truer.

The safety net and support

of being in a franchise is no

doubt being felt by many at the

moment.

Not only have franchisors

sought to support their franchisees,

New Zealand’s franchise

community has collaborated

to seek out cross-industry

solutions.

Moving forward, franchise

systems will have the skill set

and resources required to pivot

and capitalize on the changing

environment, outpacing the individual

or corporate business.

The post COVID-19 New

Zealand economic and social

environment has created ripe

grounds for entrepreneurship

and the growth of the traditional

New Zealand owned and

operated business.

That could be the perfect

environment for planting

the seedlings provided by

franchising.


May/June 2020 BAY OF PLENTY BUSINESS NEWS 17

IP strategy and portfolio management

during a crisis

INTELLECTUAL PROPERTY ISSUES

> BY DAVID MACASKILL

David Macaskill is a Senior Associate at James & Wells with expertise

in all areas of intellectual property and a particular focus on Intellectual

Property Strategy. He can be contacted at 07 957 5660 (Hamilton) or

07 928 4470 (Tauranga), and davidmacaskill@jamesandwells.com.

The shock of COVID-19 to the business community has been

sharp and severe. The lockdown in New Zealand has challenged all

businesses, and the evolving situation overseas is creating additional

problems. We’ve seen a surge in clients seeking advice on how to

manage their intellectual property (IP) portfolio to meet these challenges.

I’ve been working in the IP

industry long enough to remember

the economic shock

during the 2008/2009 global

financial crisis (GFC). It created

significant pressures for

established exporters and startups.

While the COVID-19 situation

is not the same as the

GFC, there are similarities.

Many businesses across the

country are currently questioning

how they can respond to,

and manage, the challenges

that COVID-19 is having on

our business.

There is no one-size-fitsall

plan. Much depends on the

business and its stage of development.

Some industries, like

healthcare, are ramping up,

while others have come to a

screaming halt.

Irrespective of where you

find yourself, considering the

following issues when managing

your IP portfolio will help

you navigate your way through

an economic crisis.

• Cash is King. Having cash

on hand means you can meet

your obligations, keep the

doors open, retain key staff

and continue to trade.

With that in mind, businesses

may be considering

whether it is sensible to invest

in assets, such as IP rights,

or whether to delay this. For

some, choosing not to invest

will be the best option. However

this depends on the circumstances

and a variety of

complex factors.

• Assess how existing IP

rights relate to your business

and if they are essential. This

can highlight if an IP right is

superfluous and does not require

further investment. If a

right captures your business’

competitive advantage, is it

really worth letting it lapse to

reduce short term spending?

You should balance this question

carefully.

• Have a contingency fund

wherever possible. Being able

to accommodate unplanned

costs or variations will reduce

stress and improve your

chances of coming through

this unscathed.

• Ensure you have good

systems and communicate

with your team. This includes

thorough budgets, clear instructions

on what costs can be

incurred, and decision-making

criteria for potential investment

in IP rights. Know when

the next actions for the rights

in your portfolio are likely to

be due and plan accordingly.

• Determine whether immediate

action is necessary or if

it can it wait. Your best option

may be to delay filing an application

or product launch. Failure

to meet certain IP deadlines

can result in the right lapsing.

But deadlines can be extended

in many circumstances so use

extensions of time to delay

costs or decisions.

• Pivot or partner. We’ve

seen in the US that Ford has

started producing respirators

to meet local demand. Australian

company Medtronic has

openly shared the IP rights to

its portable ventilator and is

rumoured to be partnering with

Tesla. Closer to home, there

are the distilleries who are

changing from gin and whisky

to hand sanitiser. Think outside

of the box and adapt. Look for

new partnerships where you

can provide value to another

company, who in return will

help you. Or, change your

focus to a different product or

service.

• Revisit your IP strategy.

If your business strategy

changes, then so too must your

IP strategy. Don’t be afraid to

make hard decisions on investment

in IP rights, but also be

prepared to commit to continuing

your existing plan or

investing in a new one.

Understand how COVID-

19 will affect all the markets

you operate in – don’t assume

that what applies for New Zealand

customers will also apply

in other markets.

• Look after your team. The

significance of people to a

business is frequently talked

about, however they are often

overlooked as a form of competitive

advantage. Communicate

what is happening with

the business, engage them on

problem solving, and help with

their personal challenges. You

will need your team members

to help the business survive

during the crisis and to recover

during the eventual market

rebound.

Good businesses will survive

and may even thrive

during the COVID-19 pandemic.

How you respond will

determine whether you succeed

or are left by the wayside.

Getting input from a range of

experienced sources will improve

your decision making

and outcomes.

Is now a crazy time to be

considering buying or

selling a business?

Many people think that the answer to

this question is obvious, however

it’s not quite as simple and straight

forward as some may perceive.

Yes, we’re in unprecedented times and

unchartered waters, and there are obvious

concerns around New Zealand’s economic

future as a result of the COVID-19 crisis.

However, as the famous quote of Benjamin

Franklin says: “Out of adversity comes

opportunity.”

Sadly, there’s no doubt that there is going

to be some hardship and casualties ahead,

but on the flip side, there are also going to

be some amazing business opportunities.

More and more Buyers

After the Global Financial Crisis of 2008,

people looked to take back control of their

lives. Buying a job is about the most significant

way to take back control – and this will

happen. In the $50,000 to $400,000 section

of the market we will see a huge amount of

activity – and LINK is already starting to see

buyer enquiry levels increase significantly.

It’s not just at this level though. There

will be more activity in the M&A market as

businesses look for growth through strategic

acquisitions, buying out competitors, and

even amalgamations in the SME sector.

During the lockdown period, non-essential

business owners have had the opportunity

to address the well-known old problem

of ‘working on their business’ as a result of

being stuck at home and not being able to

work ‘in the business’.

Many of these businesses will come out

of lockdown as better, smarter, leaner and

more profitable operations.

Steven Matthews

General Manager – LINK Business

Brokers Bay of Plenty

linkbusiness.co.nz

Look for opportunity

Right now, many businesses are facing

some very hard choices. There are

lots of things an owner has no control

over. One thing we can control is our attitude

and how we decide to respond. Rather

than retrench through the crisis, we can

choose to look for the opportunities.

This is an opportunity for you to:

1. Take a leadership role in helping your

team at their time of greatest need

2. Be pro-active in communicating with

clients

3. Make a plan for a more sustainable and

resilient business

For Ingham Mora, our opportunity was

acquiring J B Lloyd Chartered Accountants

on Mick Lloyd’s retirement. During

the chaos of the lockdown, on April 1st, we

merged our practices and rather than freeze

hiring we took the opportunity to take on

four great staff.

A smooth merge was supported by the

investment we had already made in cloud

technology, which paid dividends and allowed

us to swiftly migrate the new practice

into the cloud so all clients had access to ongoing

support.

In this stressful time, we know that having

great support from your accountant will

be a difference maker for many businesses.

When business resumes with some ‘normalcy’

we are excited to be able to operate

from two locations.

In addition to our current office in downtown

Tauranga, we will also be in a new office

at 7 Totara Street in Mount Maunganui.

We are looking forwards to being back at

the Mount and providing more options for

our clients.

For accounting services or business advice

contact Ingham Mora on 07 927 1200

or visit our website inghammora.co.nz.


18 BAY OF PLENTY BUSINESS NEWS May/June 2020

How to adapt to remote working

There are many corporates who have already rolled out working from

home programmes and these should have support mechanisms

in place. While it is difficult to replicate best practice overnight,

the following advice may be useful to individuals and teams going

through these difficult times and asking staff to work from home.

Companies should take

responsibility for the

health and safety of

their staff wherever they work,

and in normal circumstances

this would include a health and

safety risk assessment through

guidance to staff before working

from home.

Given current circumstances,

this is not possible

and so employees need to take

more responsibility. Here are

some considerations.

Suggestions for

individuals

• Try and create a practical

and ergonomically good

working environment in the

home. If you do not have a

dedicated place to work, try

to create an area for example

on the kitchen table. Do

not try to work off sofas or

soft seating for any long period

of time.

• Your chair should have a

good back support. Make

sure that neither artificial

nor natural light reflects off

your screen.

• Be very careful how power

cables are laid out. Use

battery power and recharge

periodically rather

than having cables as trip

hazards.

• Remember to take regular

breaks while you

work. Take your eyes off

the monitor, stand up and

stretch your legs. We need

to keep this in mind especially

when working from

home, as we often take

breaks in the office because

of co-workers talking to us

or inviting us for coffee. At

home without typical office

distractions, we easily forget

about it.

• Do not isolate yourself from

others. Take time to stay in

touch with your colleagues.

A break might be the right

time to call one of them for

a quick office chat.

• To reduce the possibility

of excessive blending of

work and private life, try

to maintain your previous

daily routines - work at the

designated hours, get ready

to ‘go to work’, change

clothes after finishing

work, etc.

• For some people it is difficult

to find a divide between

working from home

and home life. Taking a

walk before you start work

and when you finish can

help. This may also be advisable

from a wellbeing

perspective.

• You may be used to working

on a big screen in the

office and only have a laptop

screen at home. This

can cause eye strain after

extended periods so it is advisable

to take breaks.

Suggestions for

managers and teams

This challenging time can

be an opportunity to develop

new skills and habits that will

increase team flexibility and

mobility.

• Communication is the key.

It can become very isolating

working from home

for more than three-to-four

days. To avoid this feeling,

it is important to maintain

constant communication

within the team.

• Schedule group calls

with colleagues regularly

through the week to ensure

that this is a social interaction

about business and

wider issues. This is the

time when the full use of

collaborative software tools

Skype for business, Zoom,

Teams, etc can be leveraged

to their full potential. Learn

how to share and work on

documents amongst colleagues

in real time and use

the video and instant messaging

capabilities.

• When using videoconferencing

tools, use the cameras

to keep face-to-face

contact. This increases the

engagement of the participants,

forces us to focus

on the content of the conversation

and increases our

activity.

• Maintain transparency to

strengthen trust among

team members. Schedule

your days and share your

calendars so that everyone

knows each other’s availability.

Keep each other

informed if a person is unavailable

during the day.

For more on Bayleys,

see www.bayleys.co.nz/

workplace

At Bayleys, we believe relationships are what businesses are built on and how they

succeed. We understand that to maximise the return on your property you need:

Professional property management

A business partner that understands your views and goals

Contact the Bayleys Commercial Property Management team today.

Bayleys Commercial

Property Management

07 579 0609

jan.cooney@bayleys.co.nz

SUCCESS REALTY LTD, BAYLEYS, LICENSED UNDER THE REA ACT 2008

ALTOGETHER BETTER

Residential / Commercial / Rural / Property Services


May/June 2020 BAY OF PLENTY BUSINESS NEWS 19

Keep staff communication open

As we head out of Alert Level 4 and into Level 3, I reflect on

the past month. I know that the experiences and challenges I

have had – as a business owner, a manager of people and as a

working mother – have also been reflected in those around me.

HUMAN RESOURCES

> BY KELLIE HAMLETT

Kellie Hamlett is Director and Recruitment & HR Specialist, Talent

ID Recruitment Ltd. She can be contacted on kellie@talentid.co.nz

We’ve all had daily

challenges, struggles

and sometimes wins,

trying to keep up with daily

routines, communication,

business as usual, and home

schooling children.

Normal as we know it and

probably business as usual

– are phrases of the past. As

business owners we know we

are heading into hard times.

As parents trying to home

school young children, the

hard times are already here.

It’s been a period of adjustment.

Flexibility along

with adaptability are our new

norms. We’ve learnt to get

by on the simple things in life.

Spend quality and enjoyable

time with those in our bubble

and we’ve learnt that perhaps

we really have been living a

somewhat materialistic life and

at times the simple enjoyment

in life has been overlooked.

But, as the weeks have

gone on, it’s certainly got hard

– hard to keep the structure,

hard to keep leading and hard

to keep the momentum.

Our working environment

has changed, our jobs have

changed and some are finding

it difficult to switch off now

that work is in the home. This

can be stressful, particularly

when coupled with additional

responsibilities such as caring

for dependants.

I feel we are being bombarded

from all angles. The

online presence that is now

expected has become a burden.

It’s overwhelming – webinars,

strategies for survival, coping

during lockdown, etc – the

screen time we are now exposed

to is huge.

Don’t get me wrong, it’s

definitely helpful and needed,

it’s just overwhelming. In a

time when mentally we are in

coping mode, with lives that

were already overloaded by social

media, websites and apps,

it’s now become so much more

intense as it is sometimes our

only link to the outside world.

Coupled with this intensity

there is the worry – the past

four weeks has seen sudden

changes to our daily life, routines,

work, family and social

lives.

We are experiencing social

isolation, loss of connection,

our support networks are no

longer there in the same way,

and for many there has been a

loss of shared purpose. There

is also plenty of anxiety and

uncertainty around what the

future may hold for both business

owners and employees.

Recognise that people are

going to respond differently

to the new working and living

environment. We still have

responsibilities to the people

we lead, even though we may

not be in the normal workplace

environment. A flexible

and lenient approach would

be expected where possible,

especially as many are managing

other responsibilities in the

home.

Our responsibilities as employers,

addressing the mental

health and wellness of our employees,

should include having

a working from home policy,

talking with each employee

and making a work from home

plan around what is manageable

given individual circumstances.

A normal workload

may be simply unachievable

while working from home,

adding more psychological

stress to already stressed

employees.

What can managers do to

support their employees working

remotely?

• Regular team and one-onone

check ins.

• Provide a work plan and

working from home, flexible

hours work policy.

• Leniency and flexibility

with consultation.

• Regular communication.

• Listen, check in and ask the

question – are you ok?

• Address concerns.

• Ensure there are clear

expectations.

• Assist where possible with

setting up an adequate office

environment with access

to resources needed to

ensure the job can be done.

What can employees do?

• Try for a daily routine,

structure your day, exercise

is really important, meal

breaks, making time to talk

to colleagues, friends and

family.

• Keep communications lines

open with your manager.

• If you are struggling with

work, your arrangement at

home, completing required

hours – again, keep the

communication lines open

with your manager.

Just remember, for most of

us this is uncharted territory –

we are all learning as we go

and it’s challenging.

Reach out to others, keep

communication open and be

kind, always.

PAULA LINES

LL.B | Director

ROTORUA

1268 Arawa St

Rotorua

TAURANGA

Virtual Office


20 BAY OF PLENTY BUSINESS NEWS May/June 2020

CONNECTING

BUYERS AND

SELLERS OF

QUALITY

BUSINESSES

First on the scene

Photos from the pre-COVID-19 TABAK Business Sales 20th Anniversary

networking event at the Tauranga Club.

All photos courtesy of UNO Magazine

When is the right time to sell

your business? Right now.

At TABAK, we promise to guide

you through the sales process

with focus, integrity and

complete confidentiality.

1

1 Kenneth Brown, BDO Tauranga, with Sandra and Daryl Bonney, Invisible Office. 2 James Moran, My Property Lawyer and

Jaco Kapp, Engine Room.

2

3

4

3 Jason Manning, Manning Warner Browne, and Lindsay Grace, Grace Team Accounting. 4 Caleb Standen, Keam Standen,

Charlie Song, Manning Warner and Chris Mawson.

FOCUS • INTEGRITY

CONFIDENTIALITY

WHY TABAK

5

5 Matt Cowley, Tauranga Chamber of Commerce, Stephen Hatfield, Hatfield Accounting, Steve Read, Young, Read, Woudberg

and Richard Craven, Loan Market. 6 Julie Paxie and Glenda Warner, TABAK Business Sales.

6

INDUSTRY EXPERIENCE

REALISTIC APPRAISALS

TEAM APPROACH

7

8

7 Kevin Kerr, TABAK Business Sales and Jenny Rudd, UNO Magazine. 8 Emma Hayward, Westpac, Paul Brljevich, TABAK

Business Sales, Russ Browne, Manning Warner Browne and Sam Williamson, TABAK Business Sales.

PRE-QUALIFIED BUYERS

147 Cameron Road

p. 07 578 6329

e. tauranga@tabak.co.nz

w. tabak.co.nz

P5177Y

9

10

9 Hayley Nelson, ASB, Tom Beswick, Ingham Mora and Alister Moran, My Property Lawyer. 10 Jenni Brljevich and Rob Kerr.

Note that we are considering publishing networking and business videoconferencing images in this space to show the business

community’s adaptation to the new social distancing norms. We encourage you to email any reasonably high res Zoom/Skype

shots you would like published.


May/June 2020 BAY OF PLENTY BUSINESS NEWS 21

How to improve

recovering your

receivables

Whether or not your business can recover outstanding

accounts that are left over from before the shutdown will

depend on a few factors, but if managed prudently and

strategically good results can be achieved.

New Zealand has a large

number of self-employed

people who have

overnight had their income reduced

drastically, while their

fixed costs of business and life

have largely stayed the same.

This has been coupled

with a decimated tourism and

hospitality industry, which in

some towns makes up the bulk

of employment and revenue

generation.

While the banks and finance

companies may be able

to offer some relief, the struggle

remains real. Credit providers

must pivot to face the

changes. Carrying on business

the same way will create problems

where none were before

and make existing problems

worse.

Some ways that businesses

can pivot in these uncertain

times are:

Mobile Eftpos or Prepay:

The majority of bad debts

in the trades and services industries

are for accounts between

$100 and $250. These

are largely uneconomic to

collect through agencies civil

recovery methods.

If your service is regular

and for a set fee, move to a prepay

service. If your service is

an emergency call out service,

have a mobile accounting system

like Xero and a mobile eftpos

system. Take an extra five

minutes at the end of the job

to add up the invoice, email it,

then take payment instantly. It

will save you hours of mucking

around later.

If you are providing services

to consumers, there

should be no expectation of

20th of the month following,

payment terms. Letting the

customer know this in advance

will ensure that there are no

surprises.

Deposits: The kitchen

supply industry has a great

payment structure that I feel

should be implemented across

a wider range of industries.

This is made up as follows:

40 percent on commission,

40 percent after manufacture,

and 20 percent upon installation.

That means if the customer

hits the wall financially,

the supplier is out 20, not 100

percent.

I have always said that

deposits are the best bulldust

filter out there. If a customer

without an approved credit account

won’t pay a 40 percent

deposit up front, especially for

bespoke goods when the supplier

has the most leverage,

the expectation they will pay

100 percent when there is reduced

leverage may be a tad

unrealistic.

Shortened Collection Cycles:

Businesses often refer

accounts to collection after 90

days. In these times, this is too

long. If a debtor is communicating

and two promises to pay

have not resulted in payment,

or the debtor has told you of

financial hardship, you could

make an offer of payment over

three months by direct debit

instalments. If a debtor is not

communicating at all, I advise

sending the account for collection

no later than 60 days. If

costs can be passed on and you

have the right to default list the

debtor, your chance of recovery

at negligible cost is greatly

improved.

Unfortunately, there are

going to be some businesses

that going to find it very hard

going to make it through. International

tourism-dependent

businesses and close personal

contact businesses are in the

unenviable position of not

knowing when their business

CREDIT CONTROL

> BY NICK KERR

Nick Kerr is Area Manager BOP for EC Credit Control NZ Ltd.

He is also a director of International Private Investigations Ltd.

Nick can be reached at nick.kerr@eccreditcontrol.co.nz

can continue and therefore will

be very protective of what cash

reserves they have left.

Having to juggle between

legal obligations to staff and

to suppliers could make businesses

decide payments on

the basis of which action has

the most severe consequences.

Suppliers dealing with these

type of industries have to find

a balance between being paid

on time and not being paid at

all. Having a written acknowledgement

of debt, PPSR security

and a personal guarantee

would all be advisable to

give some kind of surety. But

this should be countered with

negotiating a direct debit payment

plan that both parties can

live with.

The current economic environment

has highlighted

the need to have best practice

credit management systems

in place, proper terms of trade

and disclosure methodologies.

The ability to be a secured

creditor where appropriate,

credit-checking facilities and

support in place to collect

debts if needed, is essential

to give you the best chance of

weathering the financial storm.

Just a thought.

Tauranga tech

company’s digital

solution to help

tackle pandemic

in the workplace



In response to the COVID-

19 outbreak, local software

company, SwipedOn has

introduced a screening feature

to their sign-in app – providing

customers with a muchneeded

solution to meet new

government guidelines around

essential contact tracing as

part of new measures to fight

COVID-19.

SwipedOn chief executive

Hadleigh Ford said the company

saw an opportunity to

expand the abilities of their

solution to meet the immediate

needs of customers. “It made

sense to diversify our product

as a screening tool – we already

have the software, the

infrastructure, and most importantly

the resources to do

this.”

Ford says, given the more

stringent requirements for

businesses to operate amid

the COVID-19 pandemic, it’s

apparent visitor management

systems play an even more

critical role in the workplace

– as they can be used to help

screen visitors and double

down as a contact tracing tool.

The additional feature to

the sign-in system allows users

to screen their visitors by asking

questions about their recent

travel or current state of

health.

Users can then be alerted if

a high-risk person has entered

their workplace and can take

action according to company

policy, including declining

entry to the visitor.

“Because we understand

this is a time of uncertainty

we’ve ensured this feature is

available to all users regardless

of which SwipedOn plan

they are subscribed to, says

Ford.

“We’re also immediately

increasing development efforts

to make it a completely contactless

sign-in experience for

both visitors and employees.”

Like many businesses, the

SwipedOn team is currently

working from home, but normally

they run their high-tech

business from The Strand in

Tauranga.

The SwipedOn platform is

currently used by businesses

of all sizes across a wide range

of industries in over 5,000 locations

around the world.

Find out more at

www.swipedon.com

Visitor screening

Contact tracing

Employee in-out



www.swipedon.com


22 BAY OF PLENTY BUSINESS NEWS May/June 2020

Adaptability key to surviving the

‘new normal’

THE LAST WORD

For many businesses around the world, the COVID-19 crisis has

become something of an existential threat. National lockdowns and

limits on physical contact have forced many to change the way they

operate or go the way of the dinosaurs and become extinct.

And while quick action by the Government has meant New Zealand

has avoided the high number of fatalities seen in some countries

overseas, our economy and the businesses within it have still been

hit hard, particularly in sectors such as tourism and hospitality.

> BY JAMES HEFFIELD

Director of Bay of Plenty marketing and PR consultancy Last

Word. To find out more visit lastwordmedia.co.nz or email

james@lastwordmedia.co.nz.

As we move into the next

phase of the COVID-19

crisis, it will be those

that can adapt quickly that

survive.

Fortunately, there are

plenty of examples of businesses

making decisive decisions

already in order to

survive.

A prime example of this

was the Talisman Hotel in Katikati,

which sold its remaining

stock quickly to residential

buyers in the days before the

lockdown to stop food going

off and to recover costs.

The Waihi Beach Hotel

in nearby Waihi Beach took

a similar approach, gaining

permission to deliver alcohol

to people’s doors as an essential

service throughout the

lockdown.

This allowed it to continue

to bring in at least some money

while its bar and bistro are unable

to operate.

Many other hospitality

businesses across the Bay are

now ramping up efforts to sell

takeaway coffee and treats.

After weeks of Level 4

lockdown, many Kiwis are

likely to show as much enthusiasm

for buying a flat white

and blueberry muffin as they

did for toilet paper before the

lockdown began.

Export challenges

For New Zealand exporters,

it is other countries’ restrictions

to control the spread

of the virus that are posing a

challenge.

Many that have traditionally

exported consumer goods

to US and UK have found life

difficult due to restrictions on

courier deliveries to residential

addresses.

As a result, one client I

work with has shifted its primary

target market from the

USA to Australia. Australia’s

more relaxed lockdown rules

do not restrict residential deliveries

and this business has

been able to significantly ramp

up trans-Tasman sales by upgrading

its e-commerce infrastructure

and re-focusing its

efforts on promoting products

to Australians stuck at home

with little to do.

Other industries are adapting

too. The Mount Brewing

Company in Mount Maunganui

is using some of its brewery

equipment to make hand sanitiser

and Waihi Beach Physiotherapy

is offering telehealth

consultations and has moved

its Pilates classes online to ensure

instructors can be beamed

directly into clients’ homes.

ND Kiwi Tours in Katikati

shifted its focus from guided

tours for cruise ship passengers

to instead assisting elderly

and vulnerable locals to get

to the supermarket or pharmacy

to do their essential

shopping.

These are just some examples

of ways local businesses

are adapting to survive – no

doubt there are hundreds of

Adapting to change: The Talisman Hotel in Katikati, and Mount Brewing Company (below).

Photos/Supplied.

other clever ideas being put

into practice across our region.

The post COVID-19 world

is clearly going to be very different

to the world we knew

at the end of 2019, and it’s

unlikely our old ‘normal’ will

return anytime soon.

If you are truly passionate

about your business and want

to do best by your staff, now is

the time to embrace the digital,

consider new technology and

truly consider how your business

can continue to add value

and survive in the new reality

we all find ourselves in.

The 3 things that will impact your

survival over the next 12 months

By ISIS FARRELLY

Programme Director at

Weather the Storm NZ

Sole traders and small

business owners like

us tend to get into business

because we are good at

what we do and want to be rewarded

in direct proportion to

our efforts and, for many, we

want to build something that

provides passive income or

that we can sell and one day

put our feet up, for good.

Unfortunately none of

those reasons guarantee that

you will make any money.

Right now, business owners

just want peace of mind

that they can continue to generate

customers and income,

regardless of the murky economic

conditions we are about

to encounter.

Over the past six weeks

we’ve worked with literally

hundreds of NZ sole traders

and small business owners and

have noticed there are three

fundamental elements separating

those likely to fold or

barely make it through, with

those almost guaranteed to

prevail and even grow over the

next 12 months.

Firstly though, let’s be clear

– there is no silver bullet or

marketing gimmick to business

success. Instead it comes down

to three fundamental elements.

1. Having a lean and variable

cost model (or as close to

Isis Farrelly

that as you can achieve)

2. A predictable, scalable

system for generating

customers

3. Maximising every customer

transaction

Let’s take a look at

these…

Right now, you can be guaranteed

that the Air New Zealand

CEO is not worrying about

their Facebook followers,

learning about sales funnels or

thinking about rebranding.

Instead he is aggressively

reviewing every cost line (particularly

fixed costs) so they

can withstand heavily reduced

revenue.

A lean and variable cost

model builds resilience and

cashflow agility. It means as

your sales rise, so do your costs

and more importantly, if they

fall your expenses do too – in

equal measure.

Having high fixed costs is

a honey pot for failed business

and as such it is time to really

challenge your existing cost

model. Act early, act aggressively,

act once.

Secondly, if you don’t know

your new vs. repeat customer

split and how you generate

each new customer and what

that costs you then there is

work to do. If you can’t pay a

Visit register.weatherthestorm.org.nz

A lean and variable

cost model builds

resilience and

cashflow agility.”

certain amount of money and

know this will produce a customer

then before you know

it you won’t be able to pay

your bills and will not have a

business.

Finally, if you aren’t maximising

every transaction by

driving your average customer

spend and managing your margins

then you are wasting the

customers you’ve paid to get.

Even equipped with this

knowledge it is crucial you

have a proven system and

Weather the Storm has developed

precisely that – it’s called

Getting Through ️.

A cost-effective, online, interactive

programme that helps

sole traders and small business

owners adapt to a changing

market and gain back the pride

in their business they felt just a

couple of months ago.

The programme was developed

with the input of our 12

expert advisors who cover almost

all professional services

including accounting, finance,

digital marketing, tax law,

commercial law and insurance.

It takes you through a stepby-step

process to develop a

customised, prioritised and action

orientated Game Plan to

really build a business that will

stand the test of time.

A plan that will ensure you

have the three things that separates

those who will still be

in business in 12 months from

those who probably won’t.

Those interested in learning

more about Getting Through️

should visit register.weatherthestorm.org.nz


May/June 2020 BAY OF PLENTY BUSINESS NEWS 23

EXPERT LEGAL ADVICE DURING

COVID-19, IS ON US!

We’re living in unprecedented

times. Which is why as lawyers,

we are offering free legal advice

to all New Zealanders in relation

to COVID-19.

At Mackenzie Elvin Law, we’ve

swerved our focus so we can give

the best legal help and advice

to all Kiwis during this unique

time. Just like you, we’ve been at

home. But we can still help, and

stand by you.

This global crisis has disrupted

and transformed lives, bringing

great unknowns. Not only for

health, but for property, business,

finances, employment, family

and relationships.

To help, we’re offering FREE

15-minute consultations for any

COVID-19 related legal issues.

Simply call our office on 07-

578 5033. Then we’ll book a time

for you to speak to our most

relevant, specialist lawyer, who

understands that times are tough

right now.

Your call could be related

to any legal issue related to

COVID-19. Most importantly,

we can talk about your options.

Informed decisions and having

a plan going forward will make

a big difference and being proactive

is key.

There will be many things you

can be doing that you might not

be aware of.

Whether it’s restructuring

loans and personal finances,

negotiating contracts, dealing

with banks, employment issues,

understanding government

policy, payments and grants,

co-parenting or interpreting the

legal aspects in relation to the

current, and changing situation.

Please, don’t hesitate to call

us. Kia kaha, from all of us at

Mackenzie Elvin Law.

Tom Elvin

Partner – Commercial

and Property

IF COVID-19 HAS

IMPACTED YOU,

FIND OUT YOUR

OPTIONS.

You’re not alone in this. You can now talk to our lawyers

on any Covid-19 related issues for FREE, for 15 minutes,

and get some grounded advice.

Simply call 07-578 5033 or visit Mackenzie-elvin.com

to book a time.

The best on the ground.

MEL25600


24 BAY OF PLENTY BUSINESS NEWS May/June 2020

We sell the Bay of Plenty’s

finest homes and lifestyle

properties.

VIEW OUR AUTUMN COLLECTION AT

OLIVERROADESTATEAGENTS.COM

OLIVER ROAD ESTATE AGENTS

LICENSED REAA 2008

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